By The Arbinger InstituteThis book, from the Arbinger Institute, a consortium of scholars, business leaders, and professionals, reveals that self-deception is the foremost critical cause of leadership failure. The authors identify self-deception as the “disease” at the core of all of the leadership shortcomings we see in today’s organizations, and self-betrayal as the cause of the disease. It describes how self-deception can be identified, isolated, and treated in a disciplined, results-oriented way. The book shows how leaders who are self-deceived might as well be living in a box-trapped, cut off from others, and blind to the truth. It illustrates how leaders trapped within this box cannot lead effectively no matter how hard they try and no matter how many skills and techniques they employ.
Developing strategies for managing anger are seen as one of the most effective responses to the increasing violence against public sector staff. The National Audit Office reported recently that violence against doctors, nurses, ambulance crews and other health staff has risen 13% in the last two years. But more worryingly, it estimated that the recorded figures under estimate the reality and that two in five incidents go un-reported.Anger is potentially the most poorly understood emotion in the world and this is clearly reflected in contemporary culture. The British Association of Anger Management (BAAM) from its work with thousands of people has developed techniques to control this potentially destructive force and help people channel their anger to achieve constructive outcomes. The Association will next month launch a series of nine conferences in different parts of the UK aimed at public sector professionals.
Read more on MOVE TO STEM RISING TIDE OF VIOLENCE AGAINST PUBLIC SERVANTS…
The Prison Service has followed the lead of local government and the health service by introducing comprehensive performance assessment. There will be four performance categories ranging from category 1- exceptionally high performance to category 4 – a failing prison. Performance will be assessed on a balanced scorecard including meeting targets for maintaining security and safety, delivering an effective regime and helping prisoners settle into the community after release. The assessment will also include the results of internal and external inspections.As with the local government and NHS models the high performing prisons will be rewarded for their achievements. They will be given increased certainty over future funding levels, operating freedoms and financial flexibilities such as the right to carry forward budget underspend.
Read more on PRISON SERVICE ADOPTS PERFORMANCE ASSESSMENT MODEL…